Excellence in leadership Essay Example

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Excellence in Leadership

Question One

Business ethics can be defined as a form of professional or business practices and policies with regard to issues that are potentially controversial, like insider trading, corporate governance, bribery, discrimination, fiduciary responsibilities as well as corporate social responsibility (Boylan 3).

Business ethics can be applied through a code of conduct, which is a document that communicate the organisation’s expectations to employees and monitor compliance with the standards.

Question Two

Authoritarian Leadership: This is a style of leadership where the leader makes decisions without consulting the employees. This leadership is associated with punishment, demands, orders, threat, regulations and rules. This style of leadership is suitable in environments that recruit new employees continuously, where there is limited decision-making resources and time, and in companies that require far-reaching coordination with other organizations as well as groups.

Democratic Leadership: This leadership style is typified by collective decision-making, employee engagement, restrained criticism and fair praise. Democratic leaders normally provide their followers support and choices. This style of leadership is appropriate in organizations with unchanging and clearly defined practices, roles, and guidelines such as hospitals.

Laissez-Faire Leadership: This leadership style as typified by absence of leadership since the leaders are not involved with the employees or their followers. Laissez-faire leaders are more successful in organizations with self-directed and highly trained followers like science laboratories or time-honoured firms with loyal employees.

Question Three

Consultation can be described as process of discussing about something with a person or group of persons with the aim of getting opinion advice about an issue. The aims of consulting include;

  • To carry out work for the business

  • To improve co-operation between the employees and employer

  • To offer employees and opportunity to influence matters associated with the workplace and their work

  • To develop the company’s operations

Question Four

– Offering quality and sustainable house decks to the customersMission

– To plan, design, build and construct, and/or renovate house decks Purpose

Objectives – To offer a complete service

Values – using sustainable materials in all its projects because the ABCDecks acknowledges the significance of environmental sustainability.

Question Five

To manage change successfully, the organisation leader should develop a change strategy and make sure that the plan is communicated to all people that would be affected by the change. More important, theleaders have to collaborate to craft a unified as well as clear strategy for change management. Furthermore, a targeted and cohesive communications strategy should be developed andpilot programs should be used to test the change
(Wilson). Employee should be engaged in the decision making process and a timeline should be established for the change communications and implementation.

Question One

An effective leader can build confidence and trust being open to others so as to demonstrate humility and honesty. Many people are likely to trust a leader who is ready to admit his/her failures. A leader can be respected if accept confrontation and be first in trusting. More importantly, the leader should be flexible and patient, be consistent, and remain dependable.

Question Two

Open Meeting: The leader can communicate or consult through open meetings. The method is effective because the targeted audience can hear what the leader is saying and feel his/her emotions too.

Email: A leader can use to the employees through an email. This is effective when the leader does not want to pull the employees out of their work stations.

One on One: Leader can use this method to communicate to people who understand better when they are communicated or consulted through one-on-one basis. In this method, the leader can maintain eye contact; thus, making sure the message is well understood.

Question Three

Clear Expectations: Determining whether the team’s expectations have been communicated clearly by the executive leadership for the team’s expected outcomes and performance.

Context: Establishing whether the team members comprehend the reason for participating in the

Commitment: determining whether the team members desire to be part of the team.

Question Four

performance is made more consistent because it becomes easier to understand whether the team members understand the reason behind the creation of the team. In so doing, the team is offered resources of money, time and people. Clear expectations make the team get adequate time to focus on outcomes and performance. Clear Expectations, With regard to

Question Five

As the group grows in size, different roles start emerging, which consequently affect ways through which group interacts and operates. Communication is less likely to become intimate and conflicts increases.

Question Six

A role model commands respect from:

  • Employees

Question Seven

Resourcing can be defined as the process of offering an organisation or a person with assets such as money, materials and needed for effective business operation.

Question Eight

Professional currency can be maintained through:

  • Mentor programs and systematic reviews, and

  • Engaging with online communities (Murray and Lawry 262).

Question Nine

Work Culture can be defined as the personality and character of the workplace that makes the organization unique. It is the combination of attitudes, traditions, values, behaviours, interactions, as well as beliefs.

Question Ten

Shared values and beliefs

2. Celebrations

3. Behavioural norms

4. Physical artefacts

5. Language

Work Cited

Boylan, Michael. Business Ethics. New York: John Wiley & Sons, 2013.

Murray, Carolyn and Jan Lawry. “Maintenance of professional currency: Perceptions of occupational therapists.” Australian Occupational Therapy Journal 58 (2011): 261–269.

Wilson, Jennifer. Managing change successfully. 1 April 2014. 2 August 2017. <http://www.journalofaccountancy.com/issues/2014/apr/change-management-20139196.html>.